Remove Metrics Remove S&OP Remove Warehousing
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How We Stubbed Our Toe in The Evolution of S&OP

Supply Chain Shaman

I wrote my first report on Sales and Operations Planning (S&OP) while sitting on the floor in the Atlanta airport in 2005 when I was an AMR Research analyst. The model in Figure 1 became the foundational model for the Gartner S&OP model. Sales and Operations Maturity Model from 2005-2008. Figures 2 and 3.

S&OP 195
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Distributor Management – Top 5 Do’s and Don’ts for FMCG Principals

Enchange Supply Chain Consultancy

Do Set Clear KPIs and Governance Structures : Establish transparent metrics for sales, coverage, and service levels. Do Invest in Distributor Capability Building : Provide training, digital tools, and performance incentives. A well-equipped distributor is an extension of your brand and a key to market penetration.

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10 Supply Chain Improvement Essentials for Your Company

Logistics Bureau

An efficient supply chain strategy is one that takes every aspect of your supply chain into account, from inventory management and warehouse design to freight tendering and transport optimisation. Let’s look at some of the best ways to make your supply chain more efficient. What is Supply Chain Efficiency?

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What Makes a Mature Planning Organization? (Part 2)

Supply Chain Shaman

Closing the gaps happens when there are aligned metrics, clarity of vision and aligned planning processes. Technology applications in this space include demand planning, tactical supply planning, procurement planning, multi-tier inventory optimization and Sales and Operations Planning (S&OP). Metrics Alignment.

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Supporting S&OP with Stakeholder & Supply Chain KPIs

Silvon Software

KPIs are essential in S&OP as they provide a quantitative framework for gaining visibility, aligning efforts, supporting decision-making, and driving continuous improvement across the business. Ideally, your S&OP KPIs should consist of a mix of strategic, tactical, and operational metrics.

S&OP 111
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History Repeats Itself Without Supply Chain Leadership

Supply Chain Shaman

Tom, the colorful warehouse manager, constantly heckled Frank for the increasing inventory levels while Ed, the quiet material/logistics manager, constantly questioned if there was a better way. As a result, we shelved Ed’s idea. Testing Ed’s idea was beyond my circle of control. Strength in S&OP.

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Not To Be A Losing Pawn

Supply Chain Shaman

Each player begins with eight pawns on the second row/rank and can promote a pawn to become any other piece (typically a queen) if it reaches the opponent’s end of the board. Dan’s peer was a man named Fred. A warehouse is the tip of the spear for dysfunction. I also ran three outside warehouses.